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SummaryThis paper introduces a team form called an "implementation team"-a team charged with designing and leading the implementation of an organization-wide change strategy-and investigates this team type in a context ripe for change, U.S. public school systems. Unlike prior teams research that has focused on teams as diagnostic collectives or strategic decision-making bodies, this study forwards the notion that teams can be used to implement organizational change. In this study, we examined how positional and tenure diversity and work context relate to team member learning, a critical factor in sustaining organizational change. Results from 25 school district instructional improvement strategy teams over two years challenge some basic assumptions regarding what constitutes a "real team." We find that some taken-for-granted aspects of teams, such as team member stability, may not be central or even appropriate when considering "real teams" in this change context; rather than stability of team membership, the stability of members' roles may matter most. We conclude by suggesting that scholars further investigate this team form and reframe, reconsider, and renew their conceptualizations of "real teams," especially for teams engaged in implementing organizational change.

Utilizing a sample of 54 interviews from a larger study of traditional public school principals' responses to the COVID-19 pandemic, we examined the degree to which principals in 19 states and representing both urban (e.g., intensive, emergent or characteristic; n = 37) and suburban settings (n = 17) and across all student levels (i.e., elementary, middle, and high), experienced and engaged in behaviors to create psychological safety during the COVID-19 pandemic. We also sought to understand how various environmental and organizational features may have influenced these conditions and thus the likelihood of learning taking place. We find principals reported varied levels of psychological safety in their schools with associated differing levels of organizational learning and responsiveness to the crisis. However, rather being grounded in environmental conditions (e.g., urbanicity, demographics, etc.), organizational factors and specifically, differences in accountability, principal autonomy, professional culture and teacher decision-making were all key in the degree of psychological safety exhibited. Together, these findings serve to expand understanding of leadership as creating conditions for learning and give insight into the degree our pre-COVID-19 system may have facilitated or stymied the ability or capacity of school leaders in different settings to support transformational learning. In this way, this research may have real and important implications for the types of support leaders and teachers require as we collectively transition into the next phase of uncertainty as many schools continue to try and re-open safely and all that lays ahead.

Grounded in the Achievement Orientation Model, this qualitative case study examines participation in enrichment and environmental perceptions of gifted secondary school students. Participants included 10 gifted secondary school students, their parents, and their classroom teacher. Data included student, parent, and teacher responses in semistructured interviews, short answer surveys, and student work. Findings indicated a relationship between participation in enrichment and environmental perceptions. Student participants benefited from a teacher trained in gifted education who nurtured both affective and cognitive development, homogeneous grouping with like-minded peers, involved parents, and relationships with project mentors. These findings have implications for designing learning environments that effectively support the special needs of gifted secondary school learners.

PurposeIn this paper, we describe the impact of COVID-19 on principals and their work. Drawing on prior research undertaken prior to the onset of the pandemic, we describe how principals were already grappling with difficult tensions associated with their expertise, autonomy, normative orientation and rewards that may have real implications for their work moving forward and how, in the current context of uncertainty and change we believe the issue of principal professionalism requires our collective attention and action.Design/methodology/approachOver the last year, we undertook a multistate qualitative study of 17 school leaders to explore how principals working in traditional public schools conceptualize the principal profession and their role within it. Briefly, we found that the principalship is an “emergent profession” characterized by shared but individually determined knowledge and skills; a normative orientation of service; confused notions of external expectations and rewards and ongoing tensions among all of these elements.FindingsProfessionalism may be a surprising lever for improving the capacity of school leadership. Through our research, we identified that little is known about professionalism as it relates to the unique work of school leaders, but that understanding more about it could lead to greater knowledge of how to encourage and retain them. In the current context of uncertainty, chaos and change, the pressure on leaders to stay in the role and to succeed has never been greater. Thus, it is critical that principals have the capacity to exert professionalism over their work and to have greater say in elements of it, recognizing that some decisions must be made at district, state and federal levels.Originality/valueWhile many studies investigate how teachers of various backgrounds and in different contexts think about teaching as a profession (e.g. Anderson and Cohen, 2015; Stone-Johnson, 2014b; Torres and Weiner, 2018; Hall and McGinty, 2015), we had difficulty identifying studies focused on principals and using frameworks of professionalism to understand how these activities reflect larger shifts in the profession itself. This is despite the changing nature of principals' work, which, like the work of teachers, has been and continues to be largely influenced by the increasing role of neoliberal principles and policies in education. The public nature of the work of school leadership and the potential to support students, families and the communities in which they live brings in sharp focus the necessity of greater understanding of it during the COVID-19 crisis.